Just feedback about the article.
Well all the lawyers reading this article must create an image that lawyers are builders and leaders of the society. and the Nation So lawyers be leaders, here are some important leadership skills.
Gain expertise: The first step is fairly obvious (if time consuming) – gain expertise. And, if you are already using tools like the information gathering tool, the chances are that you have already progressed well ahead in this direction.
But just being an expert isn’t enough, it is also necessary for your team members to recognize your expertise and see you to be a credible source of information and advice.
Promote an image of expertise: Since perceived expertise in many occupations is associated with a person’s education and experience, a leader should – in a low key way – make sure that subordinates, peers, and superiors are aware of his or her formal education, relevant work experience, and significant accomplishments.
One common tactic to make this information known is to display diplomas, licenses, awards, and other evidence of expertise in a prominent location in one’s office – after all, if you’ve worked hard to gain knowledge, it’s fair that you get credit for it. Another tactic is to make subtle references to prior education or experience (for example, “When I was a Senior lawyer in this Law firm, we had a problem similar to this one”). Beware, however, this tactic can easily be overdone.
Keep informed: Expert power is exercised through rational persuasion and demonstration of expertise. Rational persuasion depends on a firm grasp of up-to-date facts. It is therefore essential for a leader to keep well-informed of developments within the team, within the organization, and in the outside world.
- Recognize subordinate concerns: Use of rational persuasion should not be seen as a form of one-way communication from the leader to subordinates. Effective leaders listen carefully to the concerns and uncertainties of their team members, and make sure that they address these in making a persuasive appeal.
- Avoid threatening the self-esteem of subordinates: Expert power is based on a knowledge differential between leader and team members. Unfortunately, the very existence of such a differential can cause problems if the leader is not careful about the way he exercises expert power.
Team members can dislike unfavorable status comparisons where the gap is very large and obvious. They are likely to be upset by a leader who acts in a superior way, and arrogantly flaunts his greater expertise.
Act confidently and decisively in a crisis: In a crisis or emergency, subordinates prefer a “take charge” leader who appears to know how to direct the group in coping with the problem. In this kind of situation, subordinates tend to associate confident, firm leadership with expert knowledge. Even if the leader is not sure of the best way to deal with a crisis, to express doubts or appear confused risks the loss of influence over subordinates. - Maintain credibility: Once established, one’s image of expertise should be carefully protected. The leader should avoid making careless comments about subjects on which he or she is poorly informed, and should avoid being associated with projects with a low likelihood of success.
